Utah Olympic Legacy Foundation

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´╗┐UTAH OLYMPIC LEGACY FOUNDATION

FY20 Q2 BOARD MEETING MATERIALS | ANNUAL MEETING | OCTOBER 30TH, 2019

TABLE OF CONTENTS

FY19 FISCAL YEAR TO DATE HIGHLIGHTS Executive Summary Financials & Audit Core Mission Highlights

MATERIALS FOR THE BOARD Board Meeting Agenda Board Discussion Items

PAST QUARTER MEETING MINUTES July 17, 2018 Board Meeting

EXECUTIVE SUMMARY

FY20 YEAR-TO-DATE OVERVIEW

The October UOLF Board meeting is our annual meeting and the halfway mark through UOLF's fiscal year. While the summer season has ended, we are busy finishing several construction projects and transitioning to winter operations. Through this board packet and meeting, we will report on operational and financial highlights, discuss progress on several ambitious construction projects, and review efforts of our committees in areas of: short & long term net operating loss (NOL) reductions, partnership & fundraising progress, strategic plan suggested refinements, and steps being done to create a "Sport2030" set of goals & action plans.

CURRENT UOLF CHALLENGES & OPPORTUNITIES In the large scheme of things, our Foundation is continuing to address the biggest challenge,

that is to have a dynamic and impactful "Living Legacy Impact" while balancing both short term & long term financial stability. The fact remains that our desired actions to achieve impactful outcomes still outweigh our financial means. We entered this fiscal year stating through our Board approved Core Missions & FY20 Strategies that we would 1) Refine our efforts to increase operating revenues and control expenses, 2) Continue to advance capital improvement plans at all three venues, 3) Address current staffing & operating challenges due to increased activity levels and general growth, and 4) Analyze and take action on long term financial sustainability goals.

We set budgets with key public activity revenue goals that, unfortunately, have been lower than projected budgets. We therefore have prudently curbed planned staffing expenses and have targeted efforts to make up our forecasted budget deficits by fiscal year end (April 2020). Concurrently, we have and will be continuing to advance efforts to weigh "legacy impact value" with the costs/subsidies currently being done for certain facility areas, programs, and major events. These efforts are now heightened given our short term challenges. By many measures, our growth is exciting given new large projects having moved out of "construction phase" to first year "operating phases." That is certainly the case for our new Kearns Athlete Training and Element Event Center adjacent to the Olympic Oval and the new Athlete & Staff Housing facility ? the "Residences at Utah Olympic Park." Both are proving to be great spaces to achieve our targeted goals, but also reminders that it does take a little while to get them up and running in a financially stabilized way.

Our opportunities in finding the proper balance to "desired Legacy Impact & the financial realities" are becoming clearer everyday given our commitment to taking additional time to review, analyze, and bring desired plans to the Board's attention. We look forward to reviewing initial work and future plans to a Board discussion on October 30th.

Operating Budgets We have a negative variance to budget through September 2019 of ($432,000). Total UOLF revenues are down ($1.25M) to budget while expense budgets have a positive variance by approximately $818k. This negative variance is primarily due to Park public activity revenues continuing to be off budget due to a number of factors described later in the Board Discussion topics. However, the team has done a fantastic job controlling payroll costs to help offset the miss on the revenue targets. The following notables relate to operating budgets through September 30, 2019: Facility ? Negative Variance ($30,000) This budget sees several positive and negative line item variances, most of which are due to budget timing. The majority of the variance lies in the Sheepdog event at Soldier Hollow, with net income off budget by ($64k). Park facility is ahead of budget by $162k, primarily due to some unfulfilled staffing positions as the Park. Oval facility is behind budget by ($72k), primarily in the area of utilities. Core Sport ? Positive Variance $84,000 Park, Oval and Soho Sport programs are essentially at budget, with programs with slight increases in revenues and payroll costs being controlled. Soho has a $43k positive variance, primarily by planned Nordic and biathlon payroll positions being delayed in filling during the summer months. Public Programs ? Negative Variance ($705,000) Overall, Park Public Program net income is negative to budget by ($745k), with a negative variance to the prior year of $130k. Alpine slide continued to be closed this summer and zip tour revenues have not been as robust as we had planned. Activity revenues were off $1.2M, but payroll costs were controlled by $394k. Group events at all venues are strong, with a total positive variance of $139k. Sport for Life ? No Variance Admin/Fundraising? Positive Variance $219,000 This budget variance often tends to be related to timing, however, we usually can control many of the budget items in this area. Management and administrative payroll is at a positive variance of $178k, primarily due to not fulfilling of certain positions and savings during transition time of other positions. Grants revenue is down from budget by ($63k) but sponsorship and donation revenue is up from budget by $12k and $62k, respectively. Capital Budget Since the start of the fiscal year through September 30, 2019, UOLF has spent approximately $5.6M of the $9M received from the State of Utah in FY19 and $400k toward anticipated $3M of funding to be received from the State of Utah in FY20, all for approved Cap X capital improvements. The Park Athlete and Workforce housing project (Residences at Utah Olympic Park) opened in September 2019, with a final payments and project reconciliation expected in late October. The Park Mountain Expansion project is moving along rapidly, with anticipated opening in late November, and we have expended $1.6M to date toward that project.

INVESTMENT PORTFOLIO PERFORMANCE THROUGH SEPTEMBER 30, 2019

THE UOLF INVESTMENT PORTFOLIO BEGAN THE CURRENT FISCAL YEAR AT A VALUE OF $53,826,085, DECREASING (2.91%) TO $52,257,495 AS OF SEPTEMBER 30, 2019. THIS WAS A RESULT OF A 1.60% INVESTMENT GAIN OF $856,615 COUPLED WITH A (4.51%) OR ($2,425,205) REDUCTION FOR OPERATING BUDGETS. CALENDAR YEAR 2019 HAS SEEN A 12.07% INVESTMENT GAIN OF $6,102,179 COUPLED WITH A (8.70%) OR ($4,398,221) REDUCTION FOR OPERATING BUDGETS, NETTING AT AN OVERALL INCREASE IN OUR PORTFOLIO SINCE DECEMBER 31, 2018 OF 3.37% OR $1,703,958.

BY KARLA KNOX, CFO

FINANCIAL UPDATE

FINANCIAL - ACTIONS BEING DONE TO ADDRESS THE NEGATIVE BUDGET VARIANCE

In light of the large negative variance to budget through September 30th, the executive team has begun a process to correct the negative variance by the end of the fiscal year. Given a projection of further financial challenges to achieve UOP public activity budgeted revenues through the remaining fiscal year, efforts are underway to tackle a ($500k) projected end of year variance. Each general manager and venue team have been tasked to find $100k each in positive budget variances from now through the end of April, while an additional $200k from UOLF budget areas are doing the same. Efforts are both reducing planned expenditures as well as targeting new revenue sources.

Planned actions include the following: + Reducing payroll costs

+ Delayed hiring of exempt positions: UOP guest services manager, UOP electrician assistant, and UOP jump manager + Delaying hiring seasonal non-exempt staff (E.G. ? SOHO Nordic center supervisor, UOP track crew, others) + Reducing planned UOP mtn adventure staffing costs + Strategic review of vacant positions prior to hiring + Reducing planned marketing expenses + Realizing savings from efforts to reduce annual IT license fees, delaying hardware purchases, and shutting down underutilized services (E.G. Webcam) + Increase planned revenues for SOHO public tubing revenue (E.G. Earlier opening than budgeted and aggressive social media marketing) + Further utilizing state funding sources for planned capital M (non-depreciable maintenance) expenditures. + Increased pricing for UOP bobsled rides + Reducing planned winter public activities to only proven high-use, low staff cost activities. + Delay purchase of non essential FF&E and tools + Hold on further non-essential grounds and maintenance projects + CEO, CRO & DD collective efforts to generate higher than budgeted fundraising efforts

BY KARLA KNOX, CFO

FINANCIAL UPDATE

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